Rakuten Mobile is the only domestic mobile carrier to handle Nothing's smartphone "Phone (3a) Lite", and pre-orders will be accepted from January 7 (Wednesday)
- Rakuten Mobile exclusively sells product color "Red"

January 7, 2026

Rakuten Mobile is the only mobile carrier in Japan to start handling the "Phone (3a) Lite" manufactured by Nothing in the UK, and will start accepting pre-orders on the official Rakuten Mobile website and the "Rakuten Mobile Official Rakuten Ichiba Store" from 12 p.m. on Wednesday, January 7th. It will be on sale on the official Rakuten Mobile website, Rakuten Mobile Shop, and Rakuten Mobile Official Rakuten Ichiba Store from 9 a.m. on Thursday, January 15 for 32,890 yen (tax included). In addition, the product color "Red" will be sold exclusively on "Rakuten Mobile". Rakuten Mobile is the only domestic mobile carrier that handles this product.

If you use the ongoing campaign, you will receive up to 16,000 "Rakuten Points" for customers who apply for the "Rakuten Strongest Plan" or "Rakuten Strongest U-NEXT" for the first time by transferring from another company with the same phone number, and the product price is 32,890 yen (tax included), which is actually 16, You can purchase this product for 890 yen.

The Phone (3a) Lite is a 5G-compatible smartphone designed with nothing in mind to light up your daily life. It has a simple, light, and easy-to-use design that does not require any complicated operation. It is characterized by a comfort that you won't be able to put it down once you have it. When you receive a notification, the "Glyph light" on the back will light up to confirm that the notification has arrived without looking at the screen. The camera supports a zoom range of 0.6x to 10x, allowing you to capture colorful and detailed photos.

Equipped with AI, it supports various scenes every day. Press the "Essential Key" on the side of the console to take screenshots and record audio, and you can quickly save the content you are interested in, various inspirations, and ideas that come to mind. Essential Space not only automatically organizes and lists your saved items, but also creates personalized suggestions, summaries, and action plans to make your daily life more convenient.

In addition, the processor uses "MediaTek Dimensity 7300 Pro 5G" with an AI engine, and is equipped with a large capacity of 8GB of RAM and 128GB of ROM, an AMOLED display of about 6.77 inches, and a 5,000mAh battery. In addition, it is a cost-effective smartphone that supports splash (IPX4) and dust resistance (IP5X), biometric authentication using fingerprints and faces, Osaifu Keitai, and Hi-Res audio.®

In addition, from January 10th (Saturday) to 11th (Sunday), the "Nothing × Rakuten Mobile Phone (3a) Lite Pre-sale & Product Experience Event" hosted by Nothing will be held at Daikanyama T-SITE. At the venue, we will hold a pre-sale of the "Phone (3a) Lite" ahead of the product launch on Thursday, January 15. You can also apply for the "Rakuten Strongest Plan" or "Rakuten Strongest U-NEXT" on the spot.

https://corp.mobile.rakuten.co.jp/news/press/2026/0107_01/

 

Deutsche ups AST SpaceMobile target on higher valuation multiple

Deutsche Bank raised the firm’s price target on AST SpaceMobile (ASTS) to $137 from $81 and keeps a Buy rating on the shares. The firm rolled forward its share valuation given the new year and AST’s EBITDA multiple to 20-times from 15. The reason for the increase in Deutsche’s 2030 valuation multiple is that its new forecast exits 2030 with a 60% higher EBITDA growth rate of 40%, the analyst tells investors in a research note. The firm believes AST has the partnerships in place to be successful and scale its direct-to-device business.

https://finance.yahoo.com/news/...t-spacemobile-target-134155732.html
 

1 week ago

For more than two decades Rakuten Travel has been a trusted platform for travelers exploring Japan. It is known for its depth of listings, attention to detail and a customer-first approach rooted in Japanese hospitality. Today that same service philosophy is now extending its reach to a global scale.
With hotel booking now available across more than 400,000 properties worldwide, Rakuten Travel is taking a significant step beyond its Japan-centric origins. This expansion reflects not just a broader inventory but a shift in how the company brings quality, transparency and ecosystem value to travelers around the world.

Building a global platform with local understanding

Rakuten Travel’s global expansion builds on deep experience developed in Japan, where close relationships with accommodation partners and detailed listings have long set the platform apart. As the service scales internationally, that same collaborative approach is being extended to new markets.

“Rakuten Travel has built strong partnerships with accommodation providers in Japan over many years,” says James Park, Director of Rakuten Travel Singapore. “As we expand globally, we’re applying that experience to deliver a smooth, reliable booking experience for travelers while working closely with partners in each market, aiming to make Rakuten Travel a primary entry point into the wider Rakuten ecosystem for many.”
The enhanced platform allows travelers to search, compare and book hotels, resorts and unique stays worldwide with transparent pricing that shows the final cost upfront, inclusive of taxes and fees. The service is available in multiple languages, helping travelers navigate international bookings with clarity and confidence.

The Rakuten Ecosystem advantage

A key differentiator for Rakuten Travel is its connection to the broader Rakuten Ecosystem. For many travelers, using Rakuten Travel will be their first encounter with Rakuten’s ecosystem, all accessible through one Rakuten ID.

“In many markets, Rakuten Travel can be the first or second touchpoint for users engaging with Rakuten,” Park explains.
That ecosystem approach opens the door to greater value over time. Rakuten Travel is actively working towards launching a global loyalty program, mirroring the successful model in Japan. Travelers could then gain access to discounted benefits for hotel bookings and exclusive rates. As Park explains, “So when they travel more, they can save more.”

The ecosystem value is further enhanced, not just by customer-facing points, but also by Rakuten Travel’s ability to offer these exclusive rates. This is thanks to the extensive global inventory and B2B partnerships managed by Rakuten Travel Xchange, the Rakuten Group’s accommodation wholesale and travel technology service. These savings are then passed directly to Rakuten members.

Exporting the Japan standard

As Rakuten Travel expands into new markets, it brings with it the high standards shaped by its Japanese heritage. Jon Chen, Taiwan Country Manager, refers to this as the “Japan standard,” emphasizing meticulous attention to detail and a deep respect for every traveler’s experience.
“In Japan, travelers expect extremely detailed information, from room layouts to meal plans and amenities,” Chen says. “That standard reflects a deep respect for the traveler’s decision-making process and it’s something we can apply globally.”

Detailed listings and localized content are being adapted for other destinations. As Chen notes, “Taiwanese travelers often seek authentic, local experiences, so we can replicate this model to other destinations in the future.”

For markets like Taiwan, where outbound travel demand is strong, Rakuten Travel’s global expansion offers more choice while maintaining a familiar experience. Chen notes that users can earn Rakuten points on bookings outside Japan, which can be used across Taiwan Rakuten Ichiba, Rakuten Car or on their next Japan trip, adding extra value for travelers.

Personalization without losing the human touch

As travel planning becomes increasingly digital, personalization is emerging as a key expectation. Rakuten Travel is actively embracing technology to deliver more tailored experiences.

As Park reveals, “In Japan, we launched AI Hotel Search. We are exploring bringing this AI Concierge to the global platform, with aspirations for its introduction as early as 2026,” building on insights from its successful Japan implementation.

Park envisions a future where “everyone will see different search results and iterations,” shifting from country-by-country expansion to a people-by-people approach that delivers truly individualized travel experiences.

Maintaining the human touch remains paramount. Rakuten Travel is investing in customer support and localization to provide quality service across time zones and ensure travelers can communicate with local agents in their own language.

Building a truly global travel platform

Rakuten Travel’s worldwide hotel booking expansion represents more than geographic growth. By combining a growing global inventory with ecosystem-driven value, localized experiences and a commitment to thoughtful innovation, Rakuten Travel is laying the groundwork for its next phase as a truly global online travel platform.

As Park puts it, “Our focus is on creating travel experiences that feel personal, reliable and rewarding, no matter where our users are booking from or where they’re headed next.”

Explore Rakuten Travel’s global hotel listings today: https://travel.rakuten.com

https://rakuten.today/blog/...travel-makes-a-global-leap-forward.html

 

Rakuten  owned by a share-price of $ .117  

We are Symphony: A conversation with Stefan Winter

January 22, 2026


From being Rakuten Symphony Germany's first employee to becoming its Managing Director in 2025, Stefan Winter's journey has come full circle. Dive in to learn more about his remarkable path.

Tell us about your journey to Rakuten Symphony.

My journey to Rakuten Symphony began in Berlin, where I was leading public tender business for a SaaS company. An exciting opportunity arose when the Managing Director of Rakuten’s German e-commerce branch reached out, seeking a Sales and B2B marketing professional to drive growth. I joined Rakuten in April 2018, taking on the leadership of a team across sales and B2B marketing—a role that, in many ways, mirrored my current responsibilities. I continued in that capacity until the end of 2020.

The pivotal moment arrived when a member of Rakuten’s European leadership team introduced me to the nascent mobile business. I had already been closely following Rakuten's innovative developments, including announcements from our Group Chairman and CEO Mickey Mikitani, and even attended my first Mobile World Congress (MWC) in Barcelona, 2019. In 2020, I met Rakuten Symphony’s sales lead, who, with refreshing candor, presented an intriguing proposition: ‘There’s an opportunity, but I don’t know if you’ll have a job in six months.’ He explained that if the project succeeded, it would evolve into a long-term engagement, and they needed someone to champion our efforts in Germany. I embraced the adventure without hesitation, and I can confidently say I've had no regrets since!

I officially joined on January 1, 2021, officially becoming employee no. 1 for Rakuten Symphony Germany and hitting the ground running. At that initial stage, deep telco experience wasn't the primary requirement; my prior experience in the tower business provided a foundational understanding, but the focus was more on project management, strategic sales, orchestrating customer interactions, defining key discussion points, and assembling the right talent. As the project gained momentum, it evolved into a monumental effort, culminating in the compilation of over 5,000 pages of documentation to finalize a significant contract. Ultimately, this hard work led to 1&1 and Rakuten building and launching Europe's first fully virtualized and most modern mobile network.

What key lessons define your leadership approach today?

I started my career self-employed in finance and real estate when I was 21, focusing on end-customer sales and some business clients. That experience taught me what it takes to get things done, because when you’re on your own, ‘no one else is doing it, right? You see it, you own it, you do it.’ That’s one of my core strengths.

My approach is agile and iterative, progress step by step rather than waiting for perfection to strive for sufficient progress and adapt where needed. “Gerd Gigerenzer's ecological rationality” is highly effective in complex and uncertain environment while using “David Kahneman's Thinking fast and slow” to be aware of biases, making the overall strategy resilient and adaptive. Thinking fast and correcting fast is my mindset to overcome obstacles, customer sentiment, and the effort required to bring the company to where it is today. It’s about pushing forward daily, even with small advances.
In short, my leadership style is open-door and hands-on. I don’t let hierarchy limit involvement. I believe strongly in sharing knowledge, keeping wisdom to yourself is counterproductive. Educating others on how to get things done, where to find information, and how to engage customers is vital. And yes, making work fun matters. Work is hard enough; you can lose the joy if you’re not careful. Rakuten means ‘Optimism,’ after all.

How do you think Rakuten Symphony is positioned to address market demands in Europe's telecom and enterprise markets?

We have excellent products and strong testimonials from Japan, and now with the 1&1 project our success continues. Challenges certainly exist, but everyone in this space faces them. Building a network like ours has never been done before in Europe, and we’re doing great.

This gives us a huge opportunity to leverage knowledge from Japan and Germany to help traditional telco providers, who are struggling. They need to shift from operating networks with thousands of people to what we’re achieving with 1&1, running a network for 12 million customers with only a few hundred people.

Legacy providers, without automation, Open RAN, and software-driven solutions, are burdened by decades-old infrastructure. We, as a new entrant, have the advantage of a fresh, agile approach. Our opportunity lies in helping these providers reduce costs and survive. Talent is scarce in telco, and survival depends on embracing modern, automated methods. We are leading this transformation.

What is your approach to dealing with high-demand customers and working under tight project deadlines?

That’s the nature of our projects. From the first meeting, customers are highly demanding, and rightly so, given the financial stakes. If you pay a lot, you expect quality, speed, and stability.
We manage it day by day, step by step. Sometimes, we push back if demands are unreasonable. But if they’re fair, we deliver on time. Ultimately, you must accept this reality, you can’t change the industry or customer expectations.

Looking back at your time with Rakuten Symphony, what's a moment or achievement that truly stands out to you?

Being part of Rakuten Symphony Germany overshadows all my wins in the Rakuten e-commerce business. Closing the 1&1 contract and staying with the project from inception until now, being the first employee in Germany and watching it grow is a profound achievement. It’s not one moment but countless small wins: delivering features, closing change requests after tough negotiations. My eight-year journey with Rakuten has never been boring but always challenging, always unexpected. It feels like walking a tightrope –exhilarating, demanding focus, and always pushing the boundaries of what's possible. The diversity and creativity of the team are incredible. I learn something new every day. In a traditional corporate setup, you wouldn’t get this vibe.

Outside of work, what recharges your batteries?

I spend as much time as possible with my wife, son and daughter. We recently got a dog, so walking him helps. I love Berlin, so there are specific areas where I just enjoy a stroll, followed by a glass of wine or a good meal. That's what I do. And if there's time left after family and sports, I catch up with friends.

I also do CrossFit twice a week which helps clear my mind as I am most of the time mentally with our projects and the upcoming challenges we may face.

What advice would you offer to employees looking to grow their careers at Rakuten Symphony and how we can use this experience to strengthen ourselves within the telecom and enterprise industries?

Being part of Rakuten Symphony is already a strong career testimonial. It's offered an incredible opportunity for growth, evolving my understanding from basic technical concepts to an comprehensive, end-to-end view of complex systems. The truth is, you'll never know everything, but the key is to cultivate a mindset of continuous learning and avoid complacency. Always pay attention to what's happening around you.

In a company like ours, spanning multiple domains such as OSS, Cloud, and RAN, cultivating a deep understanding of what everyone is doing is crucial. Make it a personal goal to learn something new every day, whether it's directly work-related or for your personal growth.

Beyond formal learning, focus on your work and actively accelerate your development by learning from your colleagues. I constantly observe and learn how each person approaches challenges, how they question assumptions, and how they overcome obstacles. This collaborative insight is an incredible, free educational superpower right here, all around you!

https://symphony.rakuten.com/blog/...-conversation-with-stefan-winter


 

Rakuten and Uber strengthen their partnership with Rakuten ID integration

23 hours ago

Last month, Rakuten Group Chairman and CEO, Mickey Mikitani, and Uber CEO, Dara Khosrowshahi, came together to announce a significant strengthening of their partnership, beginning with the integration of Rakuten ID.
By connecting Uber with Rakuten ID, a core component of the Rakuten Ecosystem, the two companies will enable customers to seamlessly earn Rakuten points through services on both the Uber and Uber Eats apps, delivering even greater value for users across the country.
From December 12th, users can earn one Rakuten Point for every 200 yen spent when using the Uber and Uber Eats apps. The new integration builds upon Rakuten and Uber’s partnership, which began in April 2022, when Rakuten Pay rolled out on Uber Eats.

Expanding possibilities in data, AI and personalization

Commenting on the collaboration, Mikitani told the audience, “This is just one step in our partnership. By combining the strengths of Uber, Rakuten AI, and the Rakuten Ecosystem, we are set to unlock even more opportunities and consistently deliver outstanding customer experiences.”
Looking ahead, the two companies are exploring how Rakuten’s extensive data assets and AI technology could be used to provide more tailored recommendations and relevant promotional information, helping users discover exactly what they need at the right moment.

Mikitani offered a glimpse into this vision: “We are exploring possibilities such as recommending optimal tourist spots by leveraging user interests, preferred locations and real-time traffic data. Potential integration with Rakuten Gurunavi will allow us to suggest favorite restaurants, with the option for Uber Eats to deliver those meals directly to you. These are among the key areas we are exploring as Uber and Rakuten advance our strategic partnership even further.”

Khosrowshahi echoed this sentiment, drawing on his own travel experience in Kaga city of Ishikawa prefecture. “I enjoyed Kaga’s beautiful scenery while being driven around by the owner of a soba restaurant, who partners with Uber in their spare time. It was a reminder of how technology can support local communities,” he recalled. “Today’s partnership is about extending that impact across Japan”. Khosrowshahi emphasized that combining the strengths of both companies will allow them to deliver richer and more reliable daily experiences for their customers.

“Our promise is simple: To make daily life easier, better value, and more seamless for people all across Japan.”

Celebrating with “The Saikyo Campaign”

To celebrate the exciting new chapter, Shigenobu Kobayashi, CEO of Rakuten Payment, announced “The Saikyo Campaign”, offering even more benefits to users of both services, including:

Instant points: Users can link their Rakuten ID with Uber apps to receive a gift of 1,000 Rakuten Points.
Special offers for Rakuten Mobile users: New and current Rakuten Mobile customers will receive 20 times the Rakuten Points when shopping on Uber apps.
Uber One savings: Users who link their Rakuten ID with Uber apps will enjoy a 70% discount on the annual plan fees.

With Rakuten ID now connected to Uber, the partnership moves into a new phase, with the potential to create smarter, more personalized everyday experiences. As Rakuten and Uber continue to deepen their collaboration, users across Japan can expect even more ways to discover value in their daily lives.

https://rakuten.today/blog/...ership-with-rakuten-id-integration.html
 

Better Money, Built In: OnePay Announces New Rewards Partnership with Rakuten Card Linked Offer Network

Rakuten card-linked offers from top merchants will soon be available in the OnePay app, making it easier for customers to earn more without changing how they manage money

NEW YORK, Jan. 22, 2026 -- More offers, more ways to earn – where you already manage money.

Today, OnePay, the consumer fintech trusted by millions of Americans to make money better, announced a new partnership with Rakuten Card Linked Offer Network to expand OnePay Rewards, bringing new offers from top merchants into the app in the coming months. This will give customers more ways to earn value on their everyday spending, without needing to hunt for deals or change how they pay.

Rakuten card-linked offers will be integrated into the OnePay app, allowing customers to activate additional offers and earn when they pay with a OnePay debit or credit card or any opted-in card linked to their OnePay Wallet. Customers will be able to activate multiple offers at the same time, with no limits on how many offers can be turned on – making it easy to earn more without managing or rotating deals.

"Rewards work best when they're built into how people already pay," said Jen Jia, General Manager, OnePay Wallet. "Partnering with Rakuten Card Linked Offer Network will make it even easier for OnePay customers to earn value and to do it without changing how they already pay. This strategic integration boosts our customer offering and provides us with a powerful tool to drive deeper engagement and loyalty within our platform."

Rakuten card-linked offers will be available in the OnePay app in the coming months, with more ways to earn in OnePay planned later this year.

https://finance.yahoo.com/news/...ilt-onepay-announces-201500444.html

 

Report: How AI and cloud-native networks are shaping the future telco

January 7, 2026

https://symphony.rakuten.com/blog/...520long,into%2520how%2520leading


 

Rakuten Symphony has filed 332 patents.

The 3 most popular patent topics include:

wireless networking

radio resource management

telecommunications

https://www.cbinsights.com/company/rakuten-symphony
 

 

Der japanische Aktienmarkt erlebt nach Jahren der Stagnation einen bemerkenswerten Aufschwung. Experten prognostizieren für 2026 ein weiteres Wachstum, unterstützt durch steigende Reallöhne und eine stabilisierende Yen-Politik.

Ein wesentlicher Treiber dieses Wachstums ist die verstärkte Binnenkonjunktur, unterstützt durch Reformen der Unternehmensstrukturen. Die japanische Regierung investiert massiv in Künstliche Intelligenz, Halbleiter und Verteidigung, während steigende Löhne und sinkende Inflation den Konsum ankurbeln.

Die Prognosen für das Bruttoinlandsprodukt (BIP) im Jahr 2026 wurden auf 0,9 Prozent Wachstum angehoben, während die Staatsausgaben mit 22,5 Billionen Yen über den Erwartungen liegen. Trotz geopolitischer Risiken wie den US-Zöllen und den Handelsbeziehungen zwischen den USA und China erwarten Experten keine Rezession. Für ausländische Anleger bleibt jedoch der volatile Yen ein entscheidender Faktor, wobei eine langsame Stabilisierung des Yen infolge vorsichtiger Zinserhöhungen der Bank of Japan erwartet wird.

Auch die Bank of America sieht einen positiven Ausblick für den japanischen Aktienmarkt im Jahr 2026. Die Analysten prognostizieren, dass makroökonomische Faktoren wie steigende Reallöhne und verbesserte Unternehmensprofitabilität die Kurse im Jahresverlauf stützen werden.

https://www.it-boltwise.de/...fschwung-und-neue-chancen-bis-2026.html

 

Japans Schulden beherrschbarer als das in anderen Fällen ist bzw. war.

Zunächst einmal gilt, dass Japan im Gegensatz zu anderen Krisenfällen nicht in einer Währung verschuldet ist, die die eigene Notenbank nicht selbst herstellen kann.

Allerdings ist auch eine hohe Staatsverschuldung in der eigenen Währung problematisch: Angeführt werden hier das Anheizen der Inflation und die Zinsbelastung des Staates durch die hohe Kreditaufnahme.

Übersehen wird hierbei aber ein großer Vorteil Japans: Wenn die japanische Notenbank ihre gigantischen Bestände an US-Staatsanleihen reduziert, fallen gigantische Gewinne der japanischen Notenbank an, denn diese Anleihen sind zu sehr viel niedrigen Dollarkursen in Yen umgerechnet bilanziert, als jetzt Yen-Erlöse beim Verkauf anfallen. Und diese Gewinne fließen dem japanischen Staat zur Finanzierung seiner Ausgaben zu, was gegenüber einer Anleihefinanzierung den Vorteil hat, dass das nicht zu späteren Zinsausgaben führt.

Für das Anheizen der Inflation ist es allerdings egal, ob die Staatsausgaben über Kredite oder Gewinnausschüttungen der Notenbank finanziert werden.

Fazit: Ein gewisser Inflationseffekt ist in Japan wegen der altersbedingten Konsumzurückhaltung sogar eher erwünscht, die Gefahr, dass die Zinslasten den Staatsetat auffressen, ist aber durch den möglichen Abbau von US-Staatsanleihen in Japan geringer als sonst überall in der Welt
 

OnePay Partnership: Rakuten Card Linked Offer Network partnered with OnePay, allowing users to earn merchant-specific rewards directly within the OnePay app.

Point Changes: As of January 1, 2026, Tokyu Hotels discontinued issuing Comfort Points in favor of Rakuten Points, offering 1 point per 200 yen spent.

Bank Integration: Rakuten Bank announced that from February 1, 2026, using a Rakuten Card with a linked Rakuten Bank account for Ichiba purchases (with salary/pension payments deposited) will earn an extra 0.5% point-back.

Technology Updates: Rakuten Group, Inc. integrated "Rakuten AI" tools into the Rakuten Ichiba mobile app as of January 5, 2026.

https://www.google.com/...JMC41LjE2LjE5yAecAoAIAA&sclient=gws-wiz
 

Die Yen-Untergangsprognosen werden seltener

Euro Yen Prognose 2026

Ein technisches Ziel im Euro Yen für 2026 liegt im Bereich 133,00. Hier befindet sich das sogenannte „100% Ziel“ der Schulter-Kopf Formation, sowie die nächste große Unterstützung. Die fundamentale Aufwertung des Yen im Vergleich zum Euro unterstützen diese Prognose.

https://finanzradar.de/trading/prognosen/euro-yen-prognose/

 

The control illusion: how telecom outsourced its own future

January 22, 2026

The telecom industry is accelerating its adoption of modern technology to change the cost and speed structures of delivery and create new business revenue. Both outcomes have been challenged despite the investments. In a three-part article series, we ask why this is the case, what can be done to identify and resolve the root causes, and what is required to create new business platforms for growth.

The three articles will be as follows:

Part 1: The Control illusion: How Telecom Outsourced Its Own Future

Part 2: Intelligent Growth: Scaling Networks as Software, not Infrastructure

Part 3: From Connectivity to New Revenue:  Designing Telecom Businesses for the AI Era

This is part 1: “The Control illusion: How Telecom Outsourced Its Own Future”

Telecom issues in general

In general, all telecom operators suffer from five problems:

Inertia – the lack of ability to move quickly.

Silos – not one coherent understanding.

Legacy – stuck with the past.faced by telecom operators are strengths

Talent – more in procurement than technology.

Irrelevance – impossible to make new solutions with the above 4 problems.

As an industry we try and solve these problems through the introduction of new generations of telecom technology (the “Gs”) or the adoption of technology from outside the industry that has changed business performance elsewhere (past examples: cloud, APIs, new example: AI). These attempts have not translated to business change in telecom, however, the same cost structures, speed and business success remains.  

This is down to one simple truth. The problems are symptoms of structural issues, not technical ones. The way a telecom has to orchestrate its business operations is the problem. Over the last 20 years, telecom operators have increasingly outsourced their technical dependence to vendors, and this has increasingly outsourced business control to them. Vendors have different business models and definitions of business success. For example: to win as much business as possible from their operator customers.

The problems in telecom operators are strengths when seen from the telecom vendor perspective.

Legacy is an incumbent vendor’s advantage, making change hard.

Silos are created by competitive vendors all trying to do what others deliver.

Inertia is defined by each vendor's roadmap controlling when a telecom operator can deliver a new offering – and all vendors have to align.

Talent (lack of) allows vendors to own system designs and roadmaps.

Irrelevance (third order) is when no new solution is possible since vendors do not invest in your business but rather in their market (selling networks to telecom) and their own system design, not yours.

What is the solution?

Successful modern technology companies do not outsource their ownership, system design, and knowledge, to the supplying vendors. The technology platforms their businesses run on ARE their business and if they outsourced the design and control of them, then they are outsourcing the control of their differentiation in the market. This is exactly what has happened to telecom operators.  
The root cause, the true enemy of success, is lack of control.

It is not possible to solve for any of the other factors without solving the root control issue.
Technology leaders care more about owning and controlling their operational platform and having one internal consistent business operation, rather than one technology standard. The concept of a technology standard magically translating into business success is a delusion that needs to be stamped out. A successful business uses the most appropriate technologies that are fit for purpose, not the other way around.

Build everything yourself?  NO.

Technology leaders do not build everything themselves, but everything they source fits into their consistent system design; it does not accommodate suppliers dictating how solutions are integrated. This would create silos, inertia, legacy islands, and so on – exactly what we see in telecom today.

To reiterate:

Do technology companies use component suppliers? Yes.

Can the components be large? Yes.

But the components integrate into their business and operations, not create parallel systems of their own.

Rakuten knows this because Rakuten is a technology company and runs over 70+ businesses online, including telecom. Each company has its own supporting business, system and operational design. When entering a traditional business, Rakuten always digitalizes all processes, moves the business experience and support online, and continuously improves the cost, speed, and business performance.
In telecom, Rakuten Mobile uses traditional vendors as component suppliers everywhere, but each one of those vendors fits into Rakuten Mobile’s operating model, not the other way around.

Rakuten Symphony, the enabling partner company, provides Rakuten Mobile platforms, blueprints and proven operating models so it retains control, system design and differentiation to monetize the system.

Conclusion

Traditional telecom has a structural problem because it has outsourced control.

It is not possible to solve the highly visible symptomatic problems of inertia, silos, legacy, talent, and irrelevance, without first solving the root cause of the problem.

The good news is that AI is both disrupting the status quo and making technology change faster and easier than before. However outsourcing control of AI design to vendors will only exacerbate the existing problems and empower the vendor community more.

Vendors are not the enemy here, but vendors are not your business – you are.

The rest of this series will address how to create this change.

Part 2: Intelligent Growth: Scaling Networks as Software, not Infrastructure

Part 3: From Connectivity to New Revenue:  Designing Telecom Businesses for the AI Era

It’s time to replace procurement pride with technology competence and control.

https://symphony.rakuten.com/blog/...elecom-outsourced-its-own-future

 

The global open RAN market size was valued at USD 5.75 billion in 2025. The market is projected to grow from USD 7.24 billion in 2026 to USD 45.87 billion by 2034, exhibiting a CAGR of 25.95% during the forecast period.

Source: https://www.fortunebusinessinsights.com/open-ran-market-112214
 

As of January 2026, Rakuten Bank (TYO: 5838) has experienced significant growth, with its market capitalization reaching approximately ¥1.21 trillion ($7.7B+ USD), increasing over 55% in one year and over 260% since its April 2023 IPO. The bank is experiencing rapid expansion, surpassing 13 trillion yen in deposits, driven by higher interest income and a strong digital footprint.

Key Valuation Metrics & 2026 Outlook

Market Cap (Jan 2026): ~¥1.21 trillion ($7.7B - $8B USD).

Key Metrics: Trailing P/E ratio around 18-20, reflecting high growth expectations.

Growth Targets (2026): Aims for a compound annual growth rate (CAGR) of 10%+ in revenue and 15%+ in profits.

Assets: Total assets surpassed $106 billion USD as of late 2025.

Growth Drivers

Interest Income: Benefiting from Bank of Japan interest rate hikes.

Customer Base: Exceeded 17 million accounts as of May 2025, supported by integration with the Rakuten ecosystem.

Performance: Consistently outperforming the broader Japanese banking industry in growth, aiming for 13% average annual revenue growth over three years.

https://www.google.com/...JMC42LjEzLjEyyAfGAYAIAA&sclient=gws-wiz


 

24.01.26 12:13

Rakuten erweitert das US-Aktienangebot seiner Tochter Rakuten Securities und startet noch diese Woche vor- und nachbörslichen Handel für japanische Kunden.

Ab Montag, dem 26. Januar, können Kunden von Rakuten Securities US-Aktien bereits ab 18:00 Uhr Japanischer Zeit handeln. Damit umfasst das Handelsfenster künftig bis zu 12 Stunden und schließt reguläre Marktzeiten ein. Die erweiterte Verfügbarkeit soll Anlegern ermöglichen, schneller auf Unternehmensnachrichten, Wirtschaftsdaten oder Gewinnberichte zu reagieren, die außerhalb der asiatischen Handelszeiten veröffentlicht werden.

Auslöser der Ausweitung ist die Beteiligung von Rakuten Securities an 24X US Holdings, einem Fintech, das an einem nahezu rund-um-die-Uhr handelnden US-Marktplatz arbeitet. Die Tochter 24X National Exchange erhielt bereits eine SEC-Genehmigung für 23-stündigen Wochentagshandel, wodurch Rakuten direkten Zugriff auf entsprechende Infrastruktur erhält.

Die Maßnahme verkürzt faktisch die Zeitdifferenz zwischen US- und japanischen Handelszeiten und erhöht die Reaktionsfähigkeit japanischer Privatanleger auf marktbewegende Ereignisse. Für Rakuten bedeutet das eine klarere Positionierung im Wettbewerb der Online-Broker um aktive Kleinanleger.

https://www.aktiencheck.de/news/...Aktie_US_Handel_erweitert-19399573
 

Cloud-Native Architecture Boosts Open RAN Adoption Rates

Research and Markets

Wed, January 21, 2026

The global open RAN market is experiencing a significant growth surge, with size estimates reaching USD 6.53 billion in 2025 and projections hitting USD 45.09 billion by 2033. This expansion, projected at a CAGR of 26.8% from 2026 to 2033, highlights the increasing adoption of open RAN (O-RAN) as a flexible and cost-effective alternative to traditional RAN systems. By decoupling hardware and software, telecom operators gain the ability to procure components from multiple vendors, leading to reduced capital and operational expenditures. The growing demand for 5G networks further enhances the attraction of O-RAN as operators seek effective solutions to support network expansion and densification.

https://finance.yahoo.com/news/...itecture-boosts-open-101800279.html

 

https://www.youtube.com/watch?v=iuBthYAcwgc
 

Rakuten Viber CISO/CTO on balancing encryption, abuse prevention, and platform resilience

January 13, 2026

In this Help Net Security interview, Liad Shnell, CISO and CTO at Rakuten Viber, discusses how messaging platforms have become critical infrastructure during crises and conflicts. He explains how it influences cybersecurity priorities, from encryption and abuse prevention to incident response and user protection.

Shnell also outlines how Viber assesses and mitigates risks that blend technical threats with human behavior.

Messaging platforms increasingly function as de facto critical infrastructure during crises and conflicts. How does that reality influence the way you prioritize security investments and risk scenarios at Viber?
When wars break out, disasters strike, or governments shut systems down, messaging apps don’t just support critical infrastructure. They become it. And with hundreds of millions of users relying on Rakuten Viber, security decisions move from theoretical risk to real-world responsibility. People use Viber to check if loved ones are alive, receive alerts, coordinate aid, report abuse, and sometimes to survive the next hour. That reality forces us to treat availability, integrity, and abuse resilience as life-impacting metrics, not technical abstractions.

This is why we prioritise them alongside confidentiality as core security objectives. We look at account takeover, impersonation, and large-scale social engineering as high-impact security incidents with human consequences. We therefore embed security controls directly into product flows and infrastructure, rather than adding them after the fact.

Automation and real-time detection are essential here, because manual processes simply do not scale during crises. When users rely on your platform, security stops being a cost centre, it becomes part of your social contract.

https://www.helpnetsecurity.com/2026/01/13/...ng-cybersecurity-risks/
 

Only 65 billion Yen in 2026 to repay = no problem for Cash Flow

https://global.rakuten.com/corp/investors/stock/bond.html
 

Rakuten Securities, Inc. (Head Office: Minato-ku, Tokyo. President: Yuji Kusunoki) announces its
consolidated financial reports for the fiscal year ended December 31, 2025 (J-GAAP).
The financial reports of Rakuten Securities, Inc. are based on “Uniform Accounting Standards for
Securities Companies” (set by the Board of Directors of the Japan Securities Dealers Association,
November 14, 1974).  

Results the fiscal year ended December 31, 2025 (January 1, 2025 to December 31, 2025)
Consolidated Operating Results  (Millions of yen, rounded down)
                 
            Operating revenue Net operating revenue Operating Income Ordinary Income Net Income
Dec 31, 2025    158,340           147,365          44,531           44,548          21,699
Dec 31, 2024    130,096           123,488          31,368           31,219          16,128

https://global.rakuten.com/corp/news/press/2026/0127_11.html
 

AST SpaceMobile stock could, under the right circumstances, stage a moonshot very soon.  

Group Synergy Through Health with Rakuten Life Insurance's New Service

June 07, 2024

Rakuten Life Insurance has launched a new insurance plan that promotes healthy habits to empower user health. Behind the development of this insurance product unique to Rakuten that combines improving health and earning Rakuten Points is a synergy created between the Rakuten Healthcare app. Check out the interview with a representative of Rakuten Life Insurance on the benefits of the insurance plan and its synergistic effects.

https://www.youtube.com/watch?v=O6txq8t3zHM